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Innovation

Annotated Bibliography on InnovationA.G.Lafley & R. Charan.The Game Changer: How Every Leader Can Drive Everyday Innovation. London: Profile Books. This book explains the importance of continuous innovation and cautioning how a unique product can turn into commodity if not continuously innovated. The noticeable strong meaning of innovation as foundation for controlling destiny is quoted. The importance of innovating based on customer feedback rather than technology driven as implemented by Procter & Gamble has been explained in a very detailed chapter. For a customer centric innovation the customer has to be prioritized by the culture of the company with inspiring leadership backing the goal with strategies aligned with the customer. All the different traits needed for customer centric innovation have been explained in each chapter.

A. Afuah. (1998). Innovation Management: Strategies, Implementation and Profits. Oxford, United Kingdom: Oxford University Press. The book emphasizes the importance of managing innovation by exploiting the potential at the right time and strategize for maximum benefit. It starts with comparing leaders Wal-Mart, Intel in industry who succeeded by managing innovation versus early innovators Kmart, IBM who failed by not properly managing innovation. The book links importance of optimizing cost of innovation along with significant differentiation for maximizing profit of an innovation. The book quotes underestimated potential of innovation by some companies in early stages that turned out to be a major innovation later. The implantation of innovation by financing the entrepreneurial activity and limiting costs has been well detailed. Once the innovation potential is identified, implemented the next step has been explained as globalization for maximizing profits. D, A. Owens. (2012). Creative People Must Be Stopped: Six Ways We Kill Innovation (Without Even Trying). Hoboken, NJ: Jossey-Bass. With so many books in the market on advantages of innovation, mistakes during innovation process and how to optimize innovation, there are very few books on how innovation gets killed even before execution. This is one of the few books on innovation getting blocked by various constraints. The disadvantages of having a brainstorming with large groups have been well explained with a practical example. It explains how certain products are not appreciated in major firms for innovation but end up becoming a great product when the employee leaves and pursues innovation personally. Finding Apple was given as an example where Steve Jobs pursuing Mac by leaving Xerox. The book has practical examples in every chapter and explains how Kodak did not consider digital photography innovation because competitors were not and ended up falling behind in the race. The book ends explaining the innovation execution challenges due to culture, complications getting further intense and how innovation gets killed in the fear of failure.

F, Marleba & S, Brusoni. (2007). Perspectives On Innovation. Cambridge, United Kingdom: Cambridge University Press. This book highlights different perspectives of innovation from economic growth, individual incentives, regulatory, institutional, business strategic, Entrepreneurship, University system and public policy. The book goes through a lot of historical references in each perspective sharing the success from the past. Schumpeter’s theory of innovation is quite interesting based from each perspective. The relationship between spin offs and innovation has also been explained with some real examples from past. G.C. O’Connor, R. Leifer, A.S. Paulson, & L.S.Peters. (2008). Grabbing Lightning: Building a Capability for Breakthrough Innovation. Hoboken, NJ: Jossey-Bass. This book focuses on the importance of continuous innovation and not being complacent to be successful in retaining market share. Air products and IBM were chosen as example for explaining the struggle they had to go through for...

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Executive summary
The entrepreneurship and innovation contains the strong relationship that the innovation can be captured and used by the entrepreneurs in the organisation. The innovation means the new and better product or service development, and the delivery that product into market successfully. If the organisation is the innovative, the sustainability presents high as they gain the competitive advantage in long term. To support between entrepreneurship and innovation, the special characteristics should be considered. The entrepreneur can influence of recognition of innovation product and services. In the end of report, the case study of my family business was chosen and evaluated in terms of innovative dimension. The recommendation as the innovation plan was proposed that can turn the business into innovative and sustainable organisation.
1. Introduction
Becoming the innovative and sustainable business becomes the key to success of today business. There are the relationship between entrepreneurship and innovation that drive the organisation to be innovative and sustainable. In this report, the concept and engagement of entrepreneurship and innovation process was presented. In addition, the personal case study, my family business, was evaluated using the innovation diagnostic diamond tool and was generated the innovation...

...Investigate how innovation can create competitive advantage for Nokia in Great Britain
Chapter one:
Background of the study:
21st century of the market growth is depends on innovation. There have many marketing tools as we can use for growing up the business, but in this situation, researcher preferred innovation, which is really need to develop and rapidly progress for the business with their existing or new product.
Innovation require for thoughtful structure of solid management process and making a creative culture in organization. The companies can create their own ideas, and innovation helps to select the right ideas for implementation. Organization can develop new strategies and business model by innovation. Innovation not only represent how to grow up the business, it is also making the specific direction of the organization. We can say (invention + exploitation = innovation). “Innovation is the creation of any product, service or process which is new to the business unit” Tushman and Nadler (1996). In addition, the management guru Peter Drucker observes, “innovation is the specific tool of entrepreneurs, the means by which they exploit changes as an opportunity” (Drucker, 1985). The survey of Boston Consulting Group reported that in 2004 inside and outside of the organizations, that 90 per cent of them believe in...

...MANAGEMENT OF
INNOVATION?
INVENTION
R&D
PRODUCTS
TECHNOLOGY
DIFFICULT IN
CERTAIN COUNTRIES
LUCK!!
VALUABLE IN JUST A
FEW INDUSTRIES
EXPENSIVE
WHAT IS INNOVATION
“It is the means by which the entrepreneurial
activity either creates new wealth-producing
resources or endows existing resources with
enhanced potential for creating wealth”
Peter Drucker (HBR, 1985)
TYPES OF
INNOVATION
Radical
Incremental
TYPES OF
INNOVATION
Product
Service
Process
TYPES OF
INNOVATION
Product
Service
Organizational
Business
Model
Cultural
Routes to
Market
Process
Pricing Plans
Value
Chain
BE CLEAR ABOUT WHAT
INNOVATION IS AND IS NOT
 Does it change the competitive dynamics of the industry?
 Is it new to the industry or just new to your firm?
 Is it just copying to catch up?
(Speaking the Lingua Franca of Innovation, HBR, 2012)
CHANGING THE
INNOVATION MIND-SET
 Good enough can be great
 Step, don’t leap
 The right kind of failure is success
(Mapping your Innovation Strategy, HBR, 2006)
NO ONE WILL FORCE YOU
TO INNOVATE
The paralysis of the leading incumbent is the
greatest Competitive Advantage enjoyed by new
competitors
WHY GOO AS
THE INNOVATION
MACHINE?
5 MYTHS OF
MYTH # 1: THE
EUREKA MOMENT
• Most innovation...

...Assignment Question 1:
The articles by Bower & Christensen (1995) and Markides (2006) discuss several types of innovation: disruptive technologies, radical innovations and business model innovations.
a) Please describe in your own words (but based on the articles) what the following concepts mean: (i) business model innovation, (ii) radical innovation, and (iii) disruptive technologies.
b) Please explain how according to Markides (2006) business model innovation differs from disruptive technologies?
c) Please consider the following statements:
- Nintendo’s Wii is a disruptive technology
- Nintendo’s Wii is a radical innovation
- Nintendo’s Wii is a business model innovation
For each of these statements state whether it is true or false. Use examples from the case to support and explain your answer.
Assignment Question 2:
In their article, Bower and Christensen (1995) make some statements regarding which organizations are more likely to come up with disruptive technologies.
a) Bower and Christensen (1995) state that strong customer focus inhibits creating disruptive technologies. Do you agree with this statement? Explain why this statement is correct and/or wrong. How does this statement apply to the Nintendo case? Please support your answers with examples.
b) Bower and...

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Innovation of Leadership Project
MBA6006
Leading Innovation in the Global Organization.
Abstract
This paper will analyze the contemporary leadership models and practices from the perspective of innovation in a global environment at the same time, assessing the behaviors that drive innovation and how leaders can use those behaviors to create innovative organizations. It will highlight what leaders of innovation do to shape organizational culture and processes while communicating in a manner that is professional and consistent with expectations for members of the business professions.
I
Introduction
When you think of innovation, it is a term used to describe new ideas and new beginnings. One who introduced this concept to a failing organization, was an innovative leader named. Alan Lafley former CEO of P&G, adapted the five discovery skills that were displayed in Dyer, Gregersen, & Christensen‘s Innovator’s DNA associating, questioning, observing, networking, and experimenting. Lafley applied these skills to create an innovative organization and gave a blueprint for other innovative organizations to follow. Although, leadership is a group experience that includes interpersonal influences or persuasion, is goal directed and can lead others through certain actions or to achieving goals through influence,...

...Case Studies
3M1: Rethinking Innovation
Background
Large (70K employees, $15bn sales), global operations (200 countries), multi-product (50K
range), multi-market business.
Innovation ‘Claim to Fame’
This company has been around for just over 100 years and during that period has established
a clear reputation as a major innovator. Their technical competence has been built up by a
long-term commitment to R&D on which they currently spend around $1bn p.a.; this has
yielded them a regular position in the top 10 in US patents granted. They have launched a
number of breakthrough products which have established completely new markets and they
have set themselves a consistent stretch target of getting 30% of sales turnover from
products launched during the past four years.
How Do They Manage Innovation?
The company presents a consistent picture in interviews and in publications – innovation
success is a consequence of creating the culture in which it can take place – it becomes ‘the
way we do things around here’ in a very real sense. This philosophy is borne out in many
anecdotes and case histories – the key to their success has been to create the conditions in
which innovation can arise from any one of a number of directions, including lucky
accidents, and there is a deliberate attempt to avoid putting too much structure in place since
this would constrain innovation....

...creation of the product (Rudenko, 2010). Nike recognized the decline of the natural resources and the need to make a low-carbon economy (NIKEBIZ, 2011). The tool is a practical way to rate how apparel designs rate in the reduction of waste and increasing the use of the environmentally preferred materials and allows the designers to make real time adjustments (NIKEBIZ, 2011).
Nike’s Innovation Strategy
To successfully implement an innovative strategy, a business must align the strategy with the mission statements and values of a business and with the future of technology of the manufacturing strategies. An innovation strategy provides guidance in business decisions on how resources are to be used to meet a firm’s objectives for innovation and thereby deliver value and build a competitive advantage. It helps the business change or improves its corporate strategy and objectives in order to focus on the future of the business (Lendel & Varmus, p. 2, 2011). Innovation is at the heart of Nike’s business strategy (Nikebiz, p. 24, 2009). Nike's mission is "to bring inspiration and innovation to every athlete in the world, and to represent the highest service standard within and beyond our industry, building loyal consumer relationships around the world" (Nikebiz, 2009). Nike’s goal and part of the company’s continuous strategic plan is to develop products that help athletes reach their fullest...

...term called disruptive innovation. Disruptive innovation was coined by Clayton Christensen. It explains the process of a product or service preliminary application initiating from the bottom of the market that replaces an already established product or service. (????) This theory has created a significant impact on management practices in all types of industries. It has created debates of how “executives and managers are in need of research that will elevate the pursuit of successful innovations from a gut-level, intuition-driven art to something more closely resembling a science based on repeatable processes with predictable results.” (Raynor, p. 27) In doing so, it has also created a sense of conflict between entrants, incumbents and disrupters to see which organization will remain the top supplier.
Innovation is always on the top mind for all CEOs. Understanding how to identify disruptive innovations before they become mainstream and take advantage of the ‘”white space” is a skill to cultivate. Disruptive Innovation patterns are always changing and sometimes are very difficult to see because of it’s rapid growth. (Gordon pg ??)
Similarities;
Raynor:
Disruption theory can be used to shape existing innovation ideas in ways consistent with the theory's prescriptions. As of now the disruption theory of innovation is the only one with evidence to support...